Lean leadership´s core values

6.1 Lean leadership´s core values

There are a lot of differences between a global manufacturing industry such as Toyota and Swedish agricultural firms. Lean has been an integrated part of Toyota for decades and the farms participating in Lean lantbruk have only worked with Lean for 18 months. However, the situation at the agricultural firms may be explained by using the literature.

According to Toyota, Lean leadership means continuous leader development (Convis & Liker, 2012). The main focus is to strive for improvements in the leadership and hereby, develop the organisation. The ideal stage called True North is when all resource inefficiencies in an organisation are eliminated. True North provides a stable direction to what the company should be aiming for. The empirical data shows that the agricultural firms are striving for continuous improvements. However, there are still many steps before these firms reach True North and resource inefficiencies are eliminated. In general, there is a mindset that continuously doing small steps will in the end lead to perfection. This mindset and self- awareness may to some extent be compared with True North.

The leaders in the agricultural firms are enthusiastic and have a genuine interest in agriculture, with a mindset to keep on improving. But they need to challenge themselves and employees even more. In order to strive for perfection leaders need to define challenges for each individual. By keep on challenge, the company will develop and find new ways to reach the vision. According to Convis & Liker (2012) leaders should assume the challenges to reach a vision with enthusiasm and energy. Challenge is the core value which aims to energize leaders to strive for perfection.

Kaizen thinking or kaizen mind implies to have a mindset where everything is in disarray and nothing is perfect (Shimokawa et al, 2009). This mindset is crucial to every leader since by thinking this way there will always be room for improvements (Convis & Liker, 2012). The agricultural leaders want to develop and improve the companies. Nevertheless, it is not out spoken that the leaders are continuously thinking that everything is in disarray. They are more thinking in terms of improving the daily operation.

Genchi genbutsu, or go and see, refers to how leaders make decisions (Convis & Liker, 2012). Leaders are expected to possess knowledge of any issue that is in their control by go and see for themselves in the production. Since most of the leaders in agricultural firms are work almost 100 percent in the production they have deep knowledge about issues that arise in the daily work. This is an advantage, since it facilitates for employees to bring forward problems. Leaders may acknowledge problems directly and have a deep understanding for problems that arise.

In agricultural firms many tasks are performed individually. However, the overall performance of the company depends on each individual and by that teamwork is essential. There is a rather close relationship between leaders and employees since all work at the same In agricultural firms many tasks are performed individually. However, the overall performance of the company depends on each individual and by that teamwork is essential. There is a rather close relationship between leaders and employees since all work at the same

A fundamental core value is to have respect for people (Convis & Liker, 2012). This corresponds well with the agricultural leaders and employees, since most are caring for each other and striving to continuously improve.